Integration management is belonged a subsection of the project management and to the most important tasks of a project manager. It serves the optimal integration of the project parts and the persons involved and/or institutions.

The term is used - in partly different meaning - also for the management by enterprise fusions, as well as within the social range -- see fusion and integration (sociology).

Projects in research, development, economics

Here the integration management serves the goal, the different project elements of coordinating - phases and - results adequately and as holistic ones as possible. This begins in the composition of the project plan and continues during the implementation of the project with the execution of this plan and the integrated change control. A strong adjustment of the project management at the needs of the so-called Stakeholder is aimed at - thus all at the project took part and/or interested persons and group which however hardly are completely attainable (see below).

Three main cases and the project conclusion

The three main cases in the integration management are (after PMQS/Wissensgebiete):

1. Development of the project plan
   • Collect, integrating and coordinating all individual project plans
   • Production of a uniform overall project plan under consideration and cooperation of the Stakeholder.
2. Execution of the project plan
   • Conversion of the project plan (execution of the procedures contained in it) by the project workers
   • suitable arrangement and mechanisms, like the release of work packages.
3. Integrated change control (CHANGE management)
   • Coordinate necessary changes over the entire project away
   • Treatment of the requests for modification with consideration of quality, time requirement, costs, as well as the interests of the Stakeholder
   • Examine the consistency to the project plans defined to contents and extent.

Additionally a integratives project should in each important phase - even if no changes seem to be necessary - specializedspecific communication steps to plan, e.g.

• deepened contacts between the projects manager and/or Leistungserbringern and the potential users,
• and in particular toward project end evaluation or resources and recalculation of individual sections as well as the overall project intensified further steps as.
• If its results are finally transferred into application, they are the prospective customers in suitable form accessible to make - approximately as land registers of the application possibilities, or as specialized information system.

Further training in industrially relevant spheres of activity

In order successfully to organize integrative projects, the projects manager outside also different persons with the principles of the integration management should trust to be over/. In addition by universities and professional associations numerous possibilities are offered to the further training. They arrange themselves in the industriellen range primarily:

• Development engineers, innovation technicians
• Patent lawyers and - engineers
• Economics and operating technician
• Specialists for work engineering, job planning and safety engineering
• Industrial design, sales and service technology.

Among wider ranges, which make with better training increased effect for a large-scale project possible, rank financing, the risk management and related branches of enterprise, as well as the knowledge of related F&E projects and modern validating procedures.

Integration of the "“Stakeholders"”

The more largely a project, the more with difficulty becomes naturally the optimal integration of all interested ones and involved ones. Which concerns the project workers, she increases the vocational satisfaction, which as economically positively affects itself by better motivation socially with good communication. Regarding possible users of the hoped for project results an early integration is favourable for the definition of the aims of the project (applicability, need, desires of the customers, claims of quality etc.), but can it also competition behavior release.

To the interest situation with large firm projects

With an enterprise a large-scale project concerns indirectly also many decision-authorized persons, who have however often against-striving interests. Here is to be weighed between intensive communication and bare information. At an AG the integration of the owners finds a natural border by the number of the shareholders. To what extent other one would connect designated groups of interests in the economics than Stakeholder such as supplier, credit giver, environmental protection, public or media to be merged (to be able), depends beside science and/or politico-economic factors particularly on the project size and the field of activity (and/or the industry).

See also

• Controlling, calculation, optimization
• Quality assurance, certifying
• integrated communication, motivational research, enterprise communication
• Development project, research project, E-Science
• Basic research, innovation, process engineering
• Transfer of technology, product configuration
• Integrated management system, computer Integrated management

Related links

• Knowledge platform to project management and quality assurance
• Industrial integration management, university University of WU Vienna
• Integration management "“on the Project"” and training courses ETH
• Integration management (integration of computer science) in the Swiss interior department
• J.Schelp/R.Winter, integration management of applications, St.Gallen/Berlin, Springer publishing house 2006
• Integrationsmanegement with enterprise fusions
• Integration management (intercultural center Vienna)
• PMI, Frankfurt Chapter (alleged primary source of the first article versions)

Articles in category "Integration management"

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